Giving Employees Voice, Keeping Cultures Safe, Removing Liability

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What's working on Purpose anyway? Each
week we ponder the answer to this question.

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People ache for meaning and purpose at
work, to contribute their talents passionately

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and know their lives really matter.
They crave being part of an organization that

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inspires them and helps them grow into
realizing their highest potential. Business can be

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such a force for good in the
world, elevating humanity. In our program,

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we provide guidance and inspiration to help
usher in this world we all want

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Working on Purpose now. Here is
your host, doctor Elise Cortes. Welcome

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back to Working on Purpose program.
Thanks for tuning it again this week.

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I'm your host, doctor Earle's Cortes. Don't you lie from Dallas which is

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home base for me. By way
of introduction, and if you don't know

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me on my management consultant specializing in
meeting and purpose organizational lagotherapists, inspirational speaker,

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social scientist and author, you can
learn more about me and how we

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can work together at a lascortest dot
com or Gusto dashnow dot com. Let

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me thank my partner and sponsor work
Proud. We are a perfect collaboration.

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Everyone wants to know they matter and
that the work they do is meaningful and

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appreciated. Work Crowd is a mobile
platform built to encourage employees to share stories

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and recognize each other's contribution. Work
Proud empowers HR and business letters to help

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create company cultures where all employees are
inspired to feel proud of their work and

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proud of their company. We're more
at workproud dot Com. With us today

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is Jared Pope. He's the founder
and CEO of Workshield, the first and

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only start to finish workplace harassment and
discrimination solution and technology platform that gives employees

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a real voice, protects and ensures
a safe workplace culture, and removes employer

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liability. All at the same time. We'll be talking about the current workplace

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issues facing many companies, get into
some of the various ways harassment takes place,

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which will inspire will surprise you.
I'm sure I learned some of the

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things that companies can do to create
a safe culture that reduces harassment and discrimination.

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We are here together in Workshields Dallas
office. This is the first post

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COVID time in personal interview that I've
conducted, and it's so great to be

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in this office. Jared, Welcome
to working on purpose. Oh, thank

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you, thanks for having me looking
forward to this. This is so great.

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You know, when I first got
to know you when I interviewed you

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for the CEO Leader series, and
I've learned what you did, and I

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loved your passion for what you do. I just loved it. And when

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you got moved by the meaning of
your work and how you help people,

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that just I'm like, you have
to come on the show, and you're

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welcome. And then when started thinking
about you know, since work is such

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an important part of our lives.
We spend at least a third of not

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a half of our life, our
time on the planet at work. If

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it's not a place that is fulfilling
and meaningful for us, and those relationships

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aren't nurturing and fulfilling, it's kind
of a waste. And so a big

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reason that I wanted to have you
on the show is the work that you're

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doing is helping to improve that environment, that culture, those relationships, and

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so specifically when we get into some
of the issues of harassment, I think

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people will be surprised is really where
that comes from and what we can do

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about it. So welcome, thank
you. Yeah, absolutely, yeah,

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it's one of the things I mean
today with the workplace culture. We pre

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COVID, everybody was, hey,
don't bring your home to work, and

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then with COVID, everyone was like, take work to home. And now

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we're in this kind of weird scenario
of hey, do we take work home

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or do we bring home back to
work? And so it's been interesting over

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the last eighteen months. Well,
it has been interesting. And if we

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go back to just your background,
how even got started in this space and

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when I looked at your bio and
your website and such, and back in

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our notes from our first conversation,
I knew that when you were practicing law

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and running a practice focused on human
resources, ARISKA benefit ARISKA benefits and employment

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matters. You said even realize then
that industry standard practices and the system for

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managing workface harassment, inscrimination were broken. And this is how workshield was actually

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born. Can you say more about
first year, just earlier career and background

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in your environment, why did you
choose get in this field, and then

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we'll get into why workshield exists.
Sure, yeah, so a little background.

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So I started practicing law or thought
about getting into law, because yeah,

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early on everyone's like, I want
to be a doctor. I want

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to be a lawyer, and so
I like to argue. But at least

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my mom said I did, and
my grandmother and I have a twin brother.

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I really think it was because I
had a twin brother. And so

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all that being said, I said, well, I'm going to go be

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a lawyer. So then when I
got into law to law school, I

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kind of just said, Okay,
what do I do? What what do

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I find exciting? And it was
really this kind of hr tax Arisa,

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And for anybody that knows me individually, most tax attorneys a social one looks

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at other people's shoes, right,
And so that's what I heard. And

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when you think about my background,
I sold bookstore to door, you know,

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the I want to talk, I
want to see who everybody is and

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if we invite everyone, if we
have a party, I'm one that's going

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to say let's invite everybody where My
wife and also co founder, she's the

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one that'll say let's invite one couple. So that's kind of the two differences.

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So when I got into law and
I was like, well, I

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kind of like tax because it's interesting
and I know I can do really well,

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but it was kind of this specialized
ARISA benefits HR tax component which also

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had employment into it. And so
from there I just got into it,

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and so worked at baker Bots and
full right Jaworski and then looking back on

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that time, what I really thought
about it was, you know, was

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really check the box compliance. And
I think that's kind of the system that

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most people have been in is more
about Hey, what do I just need

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to do to check the box.
And they're not really concerned previously about really

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hearing the employees voice and why do
we want to hear that voice and what's

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the meaning and purpose behind it?
And so when the me too movement started,

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it really just came to being like, Okay, the system's broken,

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and so how do we fix it? From there, I so appreciate about

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what you're saying. I think that
was twenty seventeen. It started to twenty

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seventeen. I actually got an article. A friend of mine who's actually on

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the advisory board for Workshield send me
an article, and I'm always thinking about

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new ideas, and so I read
the article and that's really what started and

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prompted saying, Okay, how do
we change this problem? How do we

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fix this broken system? And I
love that, Jared, And here's why.

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Right, So when you I love
that you had a finger to the

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pulse, that you were alert and
aware to recognize this isn't just a bunch

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of swirl that's going on here.
There's something wrong with the overall system that

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we're working in. That's right,
And I think that's for any listeners and

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viewers. I mean, this is
the opportunity, right, and we start

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to see a problem, what can
we do about it? And I don't

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even know how long we've been working
in this system. Well, it's interesting

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if you think about the broken system, it's been around for forty fifty plus

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years, but it's even more than
that because discrimination, harassment, you know,

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workplace miscontact. It's been around forever
and it's only now recently with the

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me too movement and what I call
the tweet heard around the world. It's

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the Lisimlano tweet that said hey,
me too. And so only then did

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people say hey, no more.
And even today, you know, it

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happens all the time. And it's
really kind of this this idea mission of

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ours to say, hey, there
is a way to handle this, and

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it is a broken system. We
have a solution. We know how to

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fix the broken system. But it's
like anything anything disruptive, anything that's new.

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People are like, wait, time
out, you're telling us what we

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did in the past was wrong.
Well, absolutely, it's a broken system.

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And so but there's a way to
get there, and we'll get into

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that. Yeah. And of course
what I'm all about, right, so

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much of what I'm doing on the
show for the last six years, and

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as I told you your episode number
three and twenty eight, is really trying

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to evolve the conversation the world in
which we live, how we do business,

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how we do work inside companies,
and how we do business outside in

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the outside world. Evolve that and
that's an ongoing iterative process, that's right.

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And I think for any business leader
in any company, they first have

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to understand, you know, it's
such an iterative process. But the workplace

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culture is just a microcosm of what's
going on in society, and you first

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have to get on board with that. If you don't, that just means

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your head's in the sand and you
don't care. And I think most leaders

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are like, oh, okay,
I get it, I understand it.

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But then when you add MB too, the BLM, LGBTQ of the political

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side of things. Over the last
year, people are now understanding, wait,

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we've had this kind of petri dish
of experiment. Wait, what's happening

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outside is absolutely happening internally at our
workplace culture. And so leaders are now

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faced with Dee and I and diversity, equality and inclusion, this harassment,

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this discrimination. How do we solve
and address this? Because you know what,

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people have said, no more and
their voice wants to be heard.

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Well, oh, here we are
in this city. Do you hear we

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actually have fire trucks. What a
concept the world is out there. So,

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as you know, Jared and some
of the listeners and viewers that are

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watching know that this show is really
designed to be educational, inspirational, really

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pull the conversation forward. In fact, I'm proud to say that this show

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was identified as number seven and sixty
shows of Future of Work podcast the top

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sixty podcast number seven, So I'm
very proud of that, thank you.

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So. Of course, in preparation
for the conversation, what I wanted to

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do was I wanted to better understand
harassment, discrimination because it's not my world,

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it's not my camp, So listeners
and viewers, I want to share

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with you that I discovered, and
I'm going to ask Jared to kind of

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chime in on this. There at
least eleven types of of harassment discriminatory,

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personal, physical, power, psychological, cyberbullying, retaliation, sexual, quid

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pro quo, sexual, verbal,
and third party. And just listing these

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out already, I hope starts to
elevate your understanding of what this problem is

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and just how widespread it is.
So having listed that for them, Jery,

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let's kind of understand again we're talking
about the experience of the workplace today,

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so Chiman had been on those are
eleven kinds of harassment that you probably

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deal with all the time, right
we do. And I think the important

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point first of it is most people
think harassment is the quid pro quo,

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like hey, you're not going to
get a promotion, or you're not going

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to be able to do this unless
you do some sexual favor, or there's

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some kind of sexual aspect related to
it. But there's all these other avenues

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and it's very nuanced and it's very
microaggressions. It's very kind of wait,

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did they just say what I think
they mean and what does that? And

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so, look, some of the
easy ones are kind of the physical side

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of it, right, because people
understand physicality, they understand the touching and

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that aspect. But then let's talk
about cyber bully, let's talk about psychological

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and psychological one is often one that
comes up to where, okay, what

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is that? Well, that's basically
what if you have a boss or a

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leader who always says that's a dumb
idea or why are you even talking?

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Yes, and so now is that
comment in itself harassment? Maybe not,

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but you add them all together and
now all of a sudden, we're shutting

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voices down, We're doing this psychological
kind of beat down to the individual,

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and that's where psychological harassment comes in. And so there's all these nuances,

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and I think it's important for employers
and individuals to really to move forward that

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conversation is to say, hey,
wait, time out. You mean it's

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not just a sexual or quick bro
quo. There's a lot of other stuff

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going on that most likely executives and
leaders in HR they just don't know about.

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And that is exactly why I wanted
to have you on the show,

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because of course, what I'm up
to in the world is trying to make

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work a place that people can thrive. If they don't feel good about the

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interactions around them and their relationships and
how they're being treated, that's just not

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going to happen. And most of
us don't have your head walking around in

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the matter, so we don't really
understand these nuances and how to distinguish them.

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So you're here at all educate.
Thank you for that. I also

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wanted if we could to extent that
you're able here. I wanted to be

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able to help listeners and viewers to
understand the problem situate. Do you have

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any statistics to help us understand just
how widespread this is? One thing I

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can say is you and your firm
are a busy man. I know that

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we are, so yeah, there's
some general stats out there. And what's

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interesting, wh when I first started
kind of looking into this kind of issue,

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this workplace misconduct, it was kind
of hard to find the true stats

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that are out there because you think
about it, Okay, who's actually reporting

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this stuff? And so when you
look at the EEOC side of it,

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the EOC tracks data and they basically
say, look, seventy five percent of

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the issues do not get reported.
Wow, And so you think about that,

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so only one in four of the
issues are actually being reported, and

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that means not just reported to the
EOC, that means reported to HR,

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the managers, the supervisors, and
even those quote unquote anonymous hotlines that go

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directly back to HR and the managers. And so when you think about that,

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that's seventy five percent. And here's
some other stats. They also say

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in a population of a company.
So let's take a thousand life company,

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because it's easy to think about,
there's about four percent of the issues.

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So what does that mean? That
means a thousand life company is going to

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have about forty issues per year?
Did you say a thousand life as you

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call the life or employees? I
love that. That's so much better.

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Yeah, So like a thousand life
company, they're going to have on average

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about forty issues per year that deal
with harassment and discrimination. And so when

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you think about that, in most
companies of that size will be like,

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we don't have that many. Well, hang on, time out. Are

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you saying you don't have that many
EEOC charges? Yeah, you probably don't.

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But how much is your HR and
management team actually solving for or what

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they often called the drama. How
much drama are they actually dealing with?

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And when you add those up,
yeah, it's about forty and so.

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But every one of those issues is
a potential harassment or discrimination and are you

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handling it correctly? But more importantly, are you really giving your employee of

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boys? But then they often say, well, wait, we don't get

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any reported because we have an open
door policy. Okay, but let's remember

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seventy five percent don't report, So
are you really true and really understand what's

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happening? And so? And then
there was a recent study done by the

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EIGHTYA and so an AARP and AARP
came out and said that ninety percent of

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the individuals over forty agree that discrimination
based on age and harassment based on age

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is in the workplace. So if
you have one thousand companies, nine hundred

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of them are going to have harassment
or discrimination based on age. And then

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they broke it down even further and
they said, sixty four percent of the

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women have experienced harassment or discrimination based
on age and fifty two percent of the

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men have experienced that. But now
out of all of that, guess how

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many report percent? Oh wow,
So out of a thousand life company.

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Only three people are reporting, and
so the question is begged, why and

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why not? Right? Not why
are they not reporting? But why is

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it built this way to where they
don't report? And it comes down we

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can talk about that, but it
comes down the fear. Yes, yes,

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and I do want to talk more
about that because I want to talk

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about how the shrapnel effects. Of
course, So let's grab our first break.

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I'm your host, doctor Release Cortes. We are are with Jared Pope,

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he's the founder and CEO of Workshield. We've been talking a bit about

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what's the stand of today's workforce.
After the break, we're getting going to

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get into some known factors for harassment
and some responsive strategies. To stay with

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00:16:18.360 --> 00:16:23.279
us, We'll be right back.
Doctor Elise Cortes is a management consultant specializing

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in meaning and purpose and inspirational speaker
and author. She helps companies visioneer for

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greater purpose among stakeholders and develop purpose
inspired leadership and meaning infused cultures that elevate

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fulfillment, performance, and commitment within
the workforce. To learn more or to

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00:16:41.600 --> 00:16:47.600
invite Elise to speak to your organization, please visit her at Elisecortes dot com.

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00:16:47.879 --> 00:16:57.600
Let's talk about how to get your
employees working on purpose. This is

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00:16:57.679 --> 00:17:02.919
working on Purpose with dot Com.
Release Cortes. To reach our program today

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00:17:03.000 --> 00:17:08.279
or open a conversation with Alise,
send an email to Alise Alise at Elise

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00:17:08.359 --> 00:17:19.480
Coortes dot com. Now back to
working on purpose. Thanks for staying with

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00:17:19.559 --> 00:17:23.119
us, and welcome back to working
on purpose. As I've watched the pandemic

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continue on, we look for ways
to help companies support their employees handle their

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anxiety, stress, depression and feeling
disconnected, while also helping to fulfill and

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inspire them with ongoing professional development.
So we now offer a wellbeing webinar learning

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00:17:37.000 --> 00:17:41.039
series called Grab your Gusto Vital Wellbeing
from the inside Out. You'll learn more

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00:17:41.079 --> 00:17:44.839
at Atliscoortes dot com, or send
me an email to Elise at Lasecortes dot

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00:17:44.839 --> 00:17:48.200
com if you're just joining the program. My guest is Jared Pope, founder

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and CEO of Workshield, the first
and only start to finish workplace harassment and

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discrimination solution and technology platform that gives
employees a real voice for texts and insures

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a safe workploice culture and moves employee
liability all at the same time. We're

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together at the Workshield office in Dallas
for this conversation. I'm your host,

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Doctorallye s Cortes. So carrying on
here, Jared. One of the things

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that we were talking about before the
break is is just really what's going on

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in terms of the workplace. And
I also wanted to say a little something,

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as I said about the shrapnels.
So if these people are experiencing this

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and they're not reporting it, what
I start to think about is what does

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that do for the rest of their
lives. What's happening when they come home,

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what's happening to their relationships with their
with the cerfican others, to their

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children. What's the ripple effect of
this problem? To me, it all

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comes to communication. And the ripple
effect is if people are experiencing some form

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of harassment or discrimination and they're not
able to raise that boys, well,

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then they go home and they're upset
and their stress and they're anxious, and

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then they get home and their spouse
is like, what's wrong. And then

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if they do communicate to them,
it's like, well, let me tell

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you everything that's wrong, and then
the spouse gets protective or they either say

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oh, just deal with it,
because we need the job, we need

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the income, and then the kids
are saying like, well, mom or

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dad, why are you crying?
Or maybe it's a single mom or a

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single dad. And now they're sitting
there going like, wait, I functionally

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cannot raise my voice because what if
I lose my job? Am I going

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to make the least payment? Am
I going to make the mortgage payment?

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Am I going to pay the rent
on time? Am I going to be

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able to pay my car? Or
buy the shoes for my kiddos because they

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need the job. And with unemployment
today, you get this kind of power

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move and power authority that really suppresses
voices. And so the shrapnel effect is

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look at impacts our lives day to
day. It impacts our families, it

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impacts our kids, it impacts our
friendship because the history shows most people are

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fearful of retaliation. They're fearful of
being ridiculed. They're fearful are they going

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to be laughed at or are they
going to be taken seriously? And so

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when you have that anxiety and feeling
in you, well what happens. You

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deteriorate and you get small and you
don't. The way you manage your you

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handle yourself, and the way you
manner the outside world becomes closed. And

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this is all about. Look,
let's open up because we need more communication.

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We need to talk about this stuff. And it's the same thing you

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mentioned earlier about the mental side of
it. The mental health is huge and

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it impacts us. And then you
had COVID and the stress of that.

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Now we're at a double WHAMMI yeah, yeah, and again, so much

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of what I stand for in life
is empowering people because I want them to

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be their biggest best. I want
them to reach their highest potential. I

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want them to get to the highest
level of consciousness that they can and play

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that game. And you can't do
that when you feel bad about your situation,

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that you can't speak up, and
as you say, you're having to

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shrink yourself. So oh, I'm
so glad you came on. So let's

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talk about this. Is also interesting
to research that I did in preparation for

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this conversation that I had no idea
some known risk factors for harassment and response

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to strategies. So I want to
go through a few of these that I

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want to get you to kind of
chime in with you. But on one

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issue that was identified as is being
conducive to harassment. Is a homogeneous workforce,

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Right, so when you have a
lot of people who look the same,

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somebody that shows up just looking a
little bit different might be the odd

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man or woman out right, So
say a little bit about is how is

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this problematic? Well, and that's
where people get into this unconscious bias.

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Yes, right, it's this unconscious
You have a homogenious or homogeneous workforce and

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everybody looks the same, right,
so now you have this unconscious bias against

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the newcomer or the outside person that
comes in. So how do we actually

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solve for this? So when you
think about think about the financial industry,

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financials and banks and private equity,
it's a lot of white people and so

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and you know this is why there's
such a big push for this diversity.

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And you and I talked about this
before. Where so what is diversity and

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inclusion? Equality? Right? And
in diversity and the way I think about

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this and so people may laugh,
but I like it, but it says,

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hey, diversity is making sure everyone's
invited to the party, right,

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Inclusion is making sure everyone's on the
dance floor. And then equality is making

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sure everyone's favorite genre of music is
actually listening. I love it that works.

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And so when you think about this
homogeneous or homogeneous workforce, we gotta

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invite everybody to the party. We
got to get rid of this. Everybody

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looks the same. They're wearing the
same shoes and the same hat and the

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same shirt and everything else. We
gotta be different because that's what makes the

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world go round, right, And
we need each other. We need each

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other become our best. And this
is where I saw show up really quick,

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and I definitely wanted some. The
other ones is when I started my

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Commic Capital careage twenty years ago,
was in recruiting and I kid you not,

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Jared. I would sit down with
the hiring manager and they would tell

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me that, hey, I want
to hire a database of Innis or DBA

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or whatever whatever they were hiring.
And I said, I can tell you

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what about this person? What do
you really want? And they would go

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through and I would kids you not. They would describe this person. And

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as I looked over at them as
they were talking, I went, oh,

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you're describing yourself. You want me
to go get you a copy of

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you? And That's what happens is
people, well they went to my same

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school, you know, they may
know the same people they started the same

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thing. No no, no,
no, no, right, this is

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the problem. So homogeneous stuff just
doesn't work. So another thing that I

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thought was really really interesting in you
and I talked about career got on air

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is workforces certificate. Power disparities can
be really problematic. Yeah, so people

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have would say, well, what
do you mean about powered disparity? Okay,

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let's think about the classic restaurant fast
food McDonald's Fast casual. Well,

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the powered disparity and even paid disparity. It's both. Is you have the

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manager who makes six figures or close
to six figures, and then you got

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the cook or the or the person
that does the fries or the cash register.

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They're making twelve dollars an hour and
if they're lucky, they're going to

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pay the rent, right, And
so now you have this power disparity where

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the cash register needs the job.
The manager is like, I control you.

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So now you have this power disparity
and pay disparity at the same time.

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So that's the classic example. The
other one is in the finance industry,

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which I know I'm harping in even
the legal industry, the law firm

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industry. So you look at any
big law firm and the attorneys and the

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partners, they're making a million dollars
a year, half a million dollars,

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two hundred and fifty thousand dollars a
year, and then you have the secretary

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who's making forty thousand dollars. And
now you got this power disparity, this

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pay disparity. You also have younger
associates who are coming in and they see

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the big time partners and they're like, Oh, I'll do anything for you

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because you control my job. And
now there's this big power disparities. So

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those are kind of the two general
factors when people we talk to say,

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hey, what are the two factors
that lead to harassment? Power and pay?

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And that's why retail, restaurant,
hospitality, financial, and legal all

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have the highest incident rates of any
other industry. That's really interesting. Okay,

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now that you've presenced that for us, Jared, then help us understand

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then how does harassment manifest under those
conditions? Why does it? Why is

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it conducive? Well, people aren't
speaking out, and so when you have

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bad actors that aren't being put in
check, and they're not. People aren't

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raising the voice. And most companies, when they handle this stuff, their

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policy, and this gets back to
why the system is broken. Their policy

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is, oh, if you've been
harassed or discriminated, go to your manager,

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which is the one doing it.
Go to your supervisor, which is

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probably the one doing it, or
they know the person who's doing it.

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Go to HR who do they really
have time to handle this? Oh it?

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Or call that a hotline, which
then goes back to the same individuals.

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So it's conducive because that's why people
don't report, because it's a broken

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system. It's a circular system,
and you've got to break that circular system,

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and then you just have people get
bored. Yeah, there's one of

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those points I wanted to cover for
sure, But hold on a second.

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I want to make sure that our
listeners of yours are really getting this,

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00:26:21.480 --> 00:26:26.880
because I think it's so insidious and
maybe so slippery that people aren't recognizing.

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00:26:26.920 --> 00:26:30.240
And that's what I wanted to do
was lift consciousness in this conversation. So

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00:26:30.720 --> 00:26:34.759
this power and pay disparity. So
let's say you're my boss and I'm making

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you know an eighth or whatever that
you're making. Whatever it is, Well,

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00:26:38.440 --> 00:26:45.559
women are smarter than men, so
let's first clarify that. So okay,

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00:26:45.839 --> 00:26:48.319
no, so so but then what
does this look like? Is it

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like, well, you know you're
smug because you know you're well paid and

383
00:26:51.519 --> 00:26:53.119
you know I need this job,
and so you're like, hey, could

384
00:26:53.160 --> 00:26:56.279
you bring me some coffee? Or
what is it? What does it look

385
00:26:56.400 --> 00:27:00.079
like? So it comes in many
forms, and it can be from a

386
00:27:00.079 --> 00:27:02.880
a physical touch. It can be
like hey, I need you to do

387
00:27:02.920 --> 00:27:04.119
this, and if you don't do
it, I'm going to write you up

388
00:27:04.839 --> 00:27:10.759
right. It's the passive aggressive place. It's the hey, I need you

389
00:27:10.880 --> 00:27:15.559
to stay late. And it's generally
speaking, men are in these positions and

390
00:27:15.599 --> 00:27:21.240
then they see younger attractive women and
they try to say, hey, maybe

391
00:27:21.240 --> 00:27:23.400
I can get away with something,
or it's like hey, if you want

392
00:27:23.440 --> 00:27:27.200
that promotion, I need you to
stay late for various reasons. And so

393
00:27:27.319 --> 00:27:32.160
these are the worst cases. Let's
talk about the nuance. Yeah, the

394
00:27:32.279 --> 00:27:36.599
nuances really come down to the passive
aggressive comments. It comes down to like,

395
00:27:37.119 --> 00:27:38.799
well, you're just a girl,
so what do you really know about

396
00:27:41.240 --> 00:27:45.200
or hey, you didn't graduate high
school, how do you know this not

397
00:27:45.400 --> 00:27:48.240
understanding. They have common sense and
they and it doesn't take a high school

398
00:27:48.279 --> 00:27:52.799
degree or a college degree to actually
be innovative or to actually know what you're

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00:27:52.799 --> 00:27:56.960
doing. And so it's the nuance
comments that sometimes the ego trippers, the

400
00:27:57.000 --> 00:28:04.000
power trippers try to suppers because they're
scared, they're actually scared of someone else

401
00:28:04.079 --> 00:28:11.000
doing better than them, and it's
just this little brush of walking by,

402
00:28:11.359 --> 00:28:17.160
or it's the kind of the bullying
type side of it, or it's the

403
00:28:17.240 --> 00:28:18.640
retaliation of like, well, hey, why did you tell on me?

404
00:28:18.720 --> 00:28:22.359
Okay, you're going to get the
bad shift, You're not going to get

405
00:28:22.359 --> 00:28:25.599
the shift, or if it's the
mom that says, hey, my child

406
00:28:25.599 --> 00:28:29.000
gets out of school at three,
I need to take the morning shift.

407
00:28:29.039 --> 00:28:33.319
Do you mind? And they like
that sorry, And so it's these little

408
00:28:33.400 --> 00:28:41.599
nuanced behaviors that all add up to
this harassment discrimination. So what I hear,

409
00:28:41.720 --> 00:28:44.640
what the thing that I'm gravitated to
when you talk to it is that

410
00:28:44.799 --> 00:28:48.039
the sheer importance of a check and
balance somehow that people are held to an

411
00:28:48.039 --> 00:28:52.359
account, hold accountable for their behavior. And maybe that's the big thing that's

412
00:28:52.400 --> 00:28:57.160
missing in the system right now.
Absolutely, And so it comes from two

413
00:28:57.240 --> 00:29:03.599
levels. One the executives. The
leaders want to be held accountable and they

414
00:29:03.640 --> 00:29:07.200
want to create a safe environment for
their employees. But then it's also given

415
00:29:07.319 --> 00:29:14.160
employees the avenue and the pathway to
make sure their voice is heard. And

416
00:29:14.240 --> 00:29:17.559
so when you think about that,
it's like, okay, well that sounds

417
00:29:17.559 --> 00:29:22.240
pretty easy. Well it's easy in
theory, but is there been a real

418
00:29:22.279 --> 00:29:27.200
solution out there to actually allow that
to happen? And there hasn't been,

419
00:29:27.720 --> 00:29:33.240
and so until obviously workshow came along
in my humble opinion, but you know,

420
00:29:33.839 --> 00:29:36.759
right there with you all that being
said, you know, going back

421
00:29:36.799 --> 00:29:41.319
to this kind of harassment and like
why is it? There's and do what

422
00:29:41.359 --> 00:29:44.599
do leaders need to think about or
hear about it? What is HR or

423
00:29:44.720 --> 00:29:49.240
managers and supervisors. It's really about
looking the mirror and ask yourself a simple

424
00:29:49.319 --> 00:29:52.960
question, if this happened to me
or my daughter or my wife or my

425
00:29:53.039 --> 00:29:57.160
mom, what I put up with
it? And if the answers know,

426
00:29:59.480 --> 00:30:03.599
then do someth about it? Yeah? Yeah, okay, So there's two

427
00:30:03.640 --> 00:30:04.880
more that I want to come really
quick before we get to this next because

428
00:30:06.000 --> 00:30:07.160
afterwards we're going to get into what
can we do about this? Stuff.

429
00:30:07.160 --> 00:30:11.400
But one of the other things that
I thought was interesting was in terms of

430
00:30:11.440 --> 00:30:15.079
a risk factor of harassment is where
work is monotonous, And that makes complete

431
00:30:15.160 --> 00:30:18.680
sense to me, is that then
we start playing games just to sort of

432
00:30:18.720 --> 00:30:23.640
amuse ourselves and maybe before we know
it's gone over the line. So how

433
00:30:23.680 --> 00:30:29.240
often does that happen just to share
monotony of Well, this is also the

434
00:30:29.279 --> 00:30:33.480
main difference between women and men.
Right when men get bored, everybody will

435
00:30:33.480 --> 00:30:37.400
tell you what do we think about? Right? You know, it's it's

436
00:30:37.480 --> 00:30:41.359
it starts three letters, and it
starts with US and NS and X,

437
00:30:41.480 --> 00:30:42.799
right, and so I let you
in the middle, right, And so

438
00:30:44.559 --> 00:30:48.039
when that's right, uh, and
so when you when you think about that,

439
00:30:48.119 --> 00:30:55.000
and men generally speaking, or in
these manager supervisor positions, they get

440
00:30:55.000 --> 00:30:59.279
bored. They're in monotonous positions.
It's it's the same routine over and over.

441
00:30:59.359 --> 00:31:02.640
So then they start daydreaming and they
start thinking, and then they're like,

442
00:31:02.680 --> 00:31:04.079
oh, okay, well, oh
I'm just the pat on the back,

443
00:31:04.119 --> 00:31:08.839
and then it's the flirtatious comment and
then it's like, hey, let's

444
00:31:08.839 --> 00:31:11.559
go out, and it's like,
no, we're not doing that. And

445
00:31:11.599 --> 00:31:15.720
so there's a little bit of that
and then kind of this routine behavior,

446
00:31:17.400 --> 00:31:19.079
you know, from that perspective on
the on the women's side, because we

447
00:31:19.119 --> 00:31:26.640
also get where women are harassing men
and other women because and generally it's women

448
00:31:26.720 --> 00:31:30.039
and women against each other. Because
then it becomes, wait, they don't

449
00:31:30.240 --> 00:31:34.119
like the way they're dressed, they
don't like the way they hold themselves,

450
00:31:34.279 --> 00:31:40.319
or they're insecure. And so it's
funny because all the data that we have

451
00:31:41.200 --> 00:31:44.359
and what we track is look,
a lot of people that do their harassing

452
00:31:44.440 --> 00:31:48.880
discrimination, they're insecure with themselves,
yes, And so that's such a great

453
00:31:48.880 --> 00:31:51.599
point right there, listeners of yours
to catch that this is really important.

454
00:31:52.319 --> 00:31:53.839
Let's grab our last break already.
It goes fast, doesn't it. It

455
00:31:53.880 --> 00:31:56.960
does. I'm Alice Cortez, your
host. We are there with Jared Pope,

456
00:31:57.000 --> 00:32:00.599
who's the founder and CEO of Workshield, talking about some of the known

457
00:32:00.720 --> 00:32:04.960
risk factors where harassment is likely to
happen. After the break, we're going

458
00:32:05.000 --> 00:32:07.160
to get into a few things that
companies can do to avoid discrimination, harassment

459
00:32:07.160 --> 00:32:10.079
and create a culture where people can
actually talk. Stay with us, we'll

460
00:32:10.119 --> 00:32:15.359
be right back. Doctor Elise Cortes
is a management consultant specializing in meaning and

461
00:32:15.440 --> 00:32:22.319
purpose and inspirational speaker and author.
She helps companies visioneer for greater purpose among

462
00:32:22.359 --> 00:32:30.079
stakeholders and develop purpose inspired leadership and
meaning infused cultures that elevate fulfillment, performance,

463
00:32:30.319 --> 00:32:34.720
and commitment within the workforce. To
learn more or to invite a lease

464
00:32:34.799 --> 00:32:38.680
to speak to your organization, please
visit her at Elisecortes dot com. Let's

465
00:32:38.680 --> 00:32:50.680
talk about how to get your employees
working on purpose. This is Working on

466
00:32:50.720 --> 00:32:54.640
Purpose with doctor Elise Cortes. To
reach our program today or open a conversation

467
00:32:54.720 --> 00:33:00.759
with Alise, send an email to
a lease Alise at a least Coortes dot

468
00:33:00.799 --> 00:33:12.920
com. Now back to working on
Purpose. Thanks for staying with us and

469
00:33:12.960 --> 00:33:15.240
welcome back to Working on Purpose.
I mentioned after the first break about the

470
00:33:15.279 --> 00:33:20.559
Grab Your gusta Wellbeing webcast learning series. The content of this program is adapted

471
00:33:20.559 --> 00:33:23.720
from part one of my recently published
book called Purpose Ignited, How Inspiring Leaders

472
00:33:23.720 --> 00:33:28.480
Ignite passionate and Elevate Cause, which
is now available on Amazon. I wrote

473
00:33:28.480 --> 00:33:31.559
it to awaken leaders to their passion
and purpose and help transform them into inspirational

474
00:33:31.599 --> 00:33:35.880
leaders who enliven in the workplace and
elevate the contribution of business to all at

475
00:33:35.920 --> 00:33:38.640
stakeholders. If you're just joining us, my guest is Jared Pope, founder

476
00:33:38.680 --> 00:33:43.279
and CEO of Workshield, and I'm
here in their office here, I'm at

477
00:33:43.359 --> 00:33:45.839
least Cortes, your host. So
for this last bit here, Jared,

478
00:33:45.839 --> 00:33:49.839
I really wanted to get into we
clearly presence the problem. I think I

479
00:33:49.880 --> 00:33:52.519
think people now recognize, Okay,
this is a problem I didn't know before,

480
00:33:52.599 --> 00:33:53.920
but I'm convinced now. So now
let's get into some of the things

481
00:33:53.960 --> 00:33:58.039
they can do about it. The
first thing I want to talk about is

482
00:33:58.079 --> 00:34:01.599
that I know from my work how
hard it is to communicate, especially if

483
00:34:01.640 --> 00:34:06.880
we're hurt, or something feels weird, or we're tender about something, or

484
00:34:06.880 --> 00:34:08.320
we just don't have the skills.
Most of the time, we don't have

485
00:34:08.360 --> 00:34:12.559
the skills with the practice, which
is why for years I did a lot

486
00:34:12.559 --> 00:34:16.719
of crucial conversations training. So when
I think about just how challenging it would

487
00:34:16.719 --> 00:34:20.840
be, and you've already helped us
point out that somebody's got an issue,

488
00:34:20.880 --> 00:34:22.320
and who we are told to talk
to as their manager who may be the

489
00:34:22.320 --> 00:34:25.559
one poisting the problem in the first
place, or their HR person who maybe

490
00:34:25.599 --> 00:34:30.480
is not equipped this is just such
a problem here, and so I'm looking

491
00:34:30.519 --> 00:34:35.119
at the work that you do in
our conversation here, what I really appreciate

492
00:34:35.159 --> 00:34:40.519
that is that it seems that Workshield
is really providing employees and companies what do

493
00:34:40.599 --> 00:34:45.360
you call them, lives that critical
space to be able to tell their story

494
00:34:45.400 --> 00:34:49.519
and get help without the fear of
some kind of repercussion. No, wonder

495
00:34:49.559 --> 00:34:53.639
your work lives the way that it
does well. It comes down to you

496
00:34:53.719 --> 00:34:59.000
have a very key point. It
comes down to communication. And so let's

497
00:34:59.000 --> 00:35:04.639
first understand the existing issues. And
you know why it happens is people feel

498
00:35:04.639 --> 00:35:08.360
like they can't communicate. And I
often tell people imagine going home to your

499
00:35:08.400 --> 00:35:14.679
spouse and making a major decision,
but you can only do it over text

500
00:35:15.320 --> 00:35:19.280
or over an email. That probably
wouldn't go that well. I know my

501
00:35:19.400 --> 00:35:21.559
wife would be like, no,
no, no, we need to talk

502
00:35:21.719 --> 00:35:24.800
because I want you to hear my
anxiety or my fear, or my joy

503
00:35:24.920 --> 00:35:30.039
or my happiness. Right. Communications
about hearing. It's also about listening,

504
00:35:30.360 --> 00:35:34.800
which are two different things. And
so, but it's also about giving employees

505
00:35:34.920 --> 00:35:39.480
and individuals a place to be heard. Yes, and so companies today and

506
00:35:39.519 --> 00:35:45.880
we talked about this a little bit
where the broken system is today of hey,

507
00:35:45.880 --> 00:35:50.719
here's an anonymous hotline, and then
it goes right back to the company.

508
00:35:51.360 --> 00:35:53.760
That's the broken part because that's why
people don't call it, because they

509
00:35:53.760 --> 00:35:55.840
know if they call it, it's
still going to go back to the company.

510
00:35:55.880 --> 00:35:59.719
It's going to go back to the
manager of the supervisor of the HR

511
00:36:00.239 --> 00:36:04.679
and they still fear fear retaliation.
So what we have done and what we

512
00:36:04.760 --> 00:36:08.599
have seen is leaders and companies out
there they say, hey, their question

513
00:36:08.679 --> 00:36:12.679
is how do we give employees a
voice? How do we make sure we

514
00:36:12.760 --> 00:36:15.000
listen to it? And then how
do we hold ourselves accountable? Well,

515
00:36:15.000 --> 00:36:17.800
it's easy. You bring in a
third party. Yes, I totally get

516
00:36:17.840 --> 00:36:22.480
that. And so when you do
that, and there's there's this role in

517
00:36:22.519 --> 00:36:25.639
litigation. So as an attorney,
there's a still called the role of apology,

518
00:36:27.360 --> 00:36:30.039
which I want to get into.
This is so important. And so

519
00:36:30.079 --> 00:36:34.719
this role of apology that this lawyer
did this study that basically went to these

520
00:36:34.719 --> 00:36:39.320
plaintiffs and they wont all the cases
and they went back even after demanding payment,

521
00:36:39.679 --> 00:36:44.199
they didn't settle. They took it
to litigation and they won, and

522
00:36:44.239 --> 00:36:47.199
they went back and they said are
you happy now to the plaintiff and they're

523
00:36:47.239 --> 00:36:51.760
like well yeah, They're like,
well this is what you wanted. What

524
00:36:51.800 --> 00:36:55.440
did you really want? And they
said all we wanted was an apology and

525
00:36:55.480 --> 00:37:00.599
that's it. And so if you
think about that, it's not about it's

526
00:37:00.639 --> 00:37:04.239
about listen, I just want you
to know that you hurt me, and

527
00:37:04.280 --> 00:37:07.000
I want an apology, and I
just want you to make me, help

528
00:37:07.039 --> 00:37:10.760
me understand that you know how I
feel, you know my anxiety, you

529
00:37:10.800 --> 00:37:16.079
know my fear. And we take
this approach, which is a simple approach,

530
00:37:16.119 --> 00:37:20.599
and you say, hey, if
you've been harassed or discriminated against,

531
00:37:21.119 --> 00:37:22.760
we want to hear you, and
we want to hear your anxiety. And

532
00:37:22.920 --> 00:37:27.000
it can't be done by a chatbotty, it can't be done by an email.

533
00:37:27.239 --> 00:37:30.119
It's got to be done by human
voice, by human connection, because

534
00:37:30.159 --> 00:37:36.320
this world evolves around that. And
I think COVID today has even made it

535
00:37:36.360 --> 00:37:42.760
to where it's less of a human
connection and allows people to make this a

536
00:37:42.800 --> 00:37:45.519
worse problem because a lot of people
would say, oh, I bet you

537
00:37:45.599 --> 00:37:49.599
harassment discrimination went down during COVID,
No, it actually went up, really

538
00:37:49.719 --> 00:37:52.400
yeah, because people were safe behind
their computers. Oh that's so fascinating.

539
00:37:52.559 --> 00:37:55.920
Catching this listeners and viewers is so
interesting. I would have never guessed that.

540
00:37:57.000 --> 00:37:59.480
No, it actually went up and
so, which was interesting, and

541
00:37:59.639 --> 00:38:02.599
because people feel safe. But also
a happy hours started happening earlier, and

542
00:38:02.599 --> 00:38:06.519
you're at home, so instead of
five, now it's three. And then

543
00:38:06.559 --> 00:38:09.840
they make comments and they feel more
comfortable, and they're behind a zoom call

544
00:38:10.000 --> 00:38:14.800
or a computer, or they turn
off the video. But so it really

545
00:38:14.800 --> 00:38:20.199
comes down to, Okay, even
with this this connection, the employee has

546
00:38:20.239 --> 00:38:23.079
to feel connected that their voice is
heard. But then once you give them

547
00:38:23.159 --> 00:38:28.440
that voice to be heard, there's
two things. You got to intently listen,

548
00:38:28.679 --> 00:38:31.239
yes, okay, and then once
you intently listen, you got to

549
00:38:31.320 --> 00:38:37.039
ensure a clear path to resolution.
Yes. And that's where companies always fail

550
00:38:37.119 --> 00:38:39.159
fall down. Yes, I can
totally see that, even just I just

551
00:38:39.199 --> 00:38:43.719
delivered an employee engagement survey and we
delivered all these great results. These are

552
00:38:43.719 --> 00:38:45.559
the things your employees were good enough
to tell you. You've got actionable steps

553
00:38:45.559 --> 00:38:49.960
here. Now you've you've got to
follow through these things and you told them

554
00:38:49.960 --> 00:38:52.800
that you would, and that's where
they fall down every time on that too.

555
00:38:52.880 --> 00:38:55.920
So okay, so now let's talk
about aside from having you Workshield as

556
00:38:55.960 --> 00:38:59.960
a third party, and I that
is just so important, Like how much

557
00:39:00.039 --> 00:39:01.559
easier was it, you know,
when you went through any kind of you

558
00:39:01.679 --> 00:39:06.719
to have somebody else in the in
between going back and forth and you trying

559
00:39:06.719 --> 00:39:08.840
to battle that. I mean,
just I think about when your emotions run

560
00:39:08.920 --> 00:39:12.679
high and start to get hurt or
you you know, you want to cry

561
00:39:12.800 --> 00:39:15.320
or you want it, you get
anger and you wanted to start screaming.

562
00:39:15.760 --> 00:39:20.000
So hard to have a good productive
conversation like that. So to me,

563
00:39:20.199 --> 00:39:23.039
certainly a third party makes a lot
of sense. But beyond that, Jared,

564
00:39:23.159 --> 00:39:27.719
what else would you recommend, you
know, in terms of developing the

565
00:39:27.800 --> 00:39:32.079
leaders, developing culture, developing practices
that you see the better companies instituting.

566
00:39:32.840 --> 00:39:36.800
Well, a lot of the companies
are saying, okay, look that we

567
00:39:37.280 --> 00:39:40.480
either know it's a problem or we
may not know of the issues going on,

568
00:39:40.760 --> 00:39:45.360
but we're not so blind to think
that they're not going on right.

569
00:39:45.440 --> 00:39:47.239
And so that's number one. So
they got to recognize number one. They

570
00:39:47.239 --> 00:39:50.400
got to look in the mirror and
say, hey, I'm not going to

571
00:39:50.400 --> 00:39:52.679
be one of those companies that ends
up on the front page news. I

572
00:39:52.719 --> 00:39:55.960
want to be one of those companies
that takes a step forward and says,

573
00:39:57.079 --> 00:40:00.320
no, it's not happening here,
and if it does, we're going to

574
00:40:00.360 --> 00:40:02.719
make sure you're held accountable. And
so that's number one, the number two.

575
00:40:02.800 --> 00:40:07.239
The leaders are sitting there saying,
Okay, let's give them a platform.

576
00:40:07.360 --> 00:40:10.000
Let's bring in someone like us,
a workshield to not only do the

577
00:40:10.039 --> 00:40:15.960
intake, but actually do the investigation
and look into every single issue. And

578
00:40:15.519 --> 00:40:20.880
this is important. I'll give you
a step prior to work shield. Do

579
00:40:20.880 --> 00:40:24.840
you know the national average? So
when an employee files a complaint how long

580
00:40:24.960 --> 00:40:29.480
it takes to actually get investigated on
the short side, I'm sure I don't

581
00:40:29.519 --> 00:40:31.000
want to know the answer, but
please tell us. It's about thirty days,

582
00:40:31.159 --> 00:40:35.920
okay, okay, And that's national
average. On the bath side,

583
00:40:35.960 --> 00:40:38.239
So there was a recent article about
Google and a Google employee in the New

584
00:40:38.320 --> 00:40:44.239
York Times. It took them ninety
days to solve one issue. Okay,

585
00:40:44.519 --> 00:40:46.000
Now, what do you think what's
going on in that employee's head? They

586
00:40:46.000 --> 00:40:50.559
don't care about me? Sure do
they really like me? Is anybody hearing

587
00:40:50.639 --> 00:40:54.239
me? Now? Inks? Fear, resentment, contentment all builds up,

588
00:40:54.280 --> 00:40:59.360
and that's why litigation occurs where Workshield, we actually do it in less than

589
00:40:59.400 --> 00:41:04.559
five days. So intake investigation and
resolution. So if you follow something on

590
00:41:04.639 --> 00:41:08.159
Monday, yeah, if you follow
on Monday, you're done by Friday.

591
00:41:08.760 --> 00:41:12.760
And so what does that tell you
as an employee? That means the employer

592
00:41:12.800 --> 00:41:14.559
is saying no, no, no, We take this seriously. Yes,

593
00:41:14.599 --> 00:41:17.320
absolutely, because we don't want you
to go that long. And the reality

594
00:41:17.400 --> 00:41:22.760
is our average is really like three
days. But that being said, it's

595
00:41:22.800 --> 00:41:25.519
about do you care enough to hear
your employees' voices. Most people will say

596
00:41:25.599 --> 00:41:29.639
yes, but then to ask the
question, do you care enough to do

597
00:41:29.679 --> 00:41:31.840
anything about it? Yes? Yes, And if you answer yes to that

598
00:41:31.920 --> 00:41:35.679
question, then you're on the right
track. But once you answer yes to

599
00:41:35.719 --> 00:41:38.239
that question, you got to be
committed. And so it's sad in my

600
00:41:38.360 --> 00:41:43.000
humble opinion. Today, a lot
of d E and I experts are being

601
00:41:43.079 --> 00:41:45.840
hired. Yes they are, Well, we got a chief Diversity Equality Inclusion

602
00:41:45.880 --> 00:41:50.880
officer. Great, what resources are
you giving them? You know, what

603
00:41:50.920 --> 00:41:53.880
are you doing? And now what's
interesting is we're starting to see a lot

604
00:41:53.960 --> 00:41:59.239
of these new d E and I
officers they're leaving the job because they don't

605
00:41:59.239 --> 00:42:01.599
have enough resources, they're either not
be effective. They're not being effective because

606
00:42:01.599 --> 00:42:05.920
they're not given the resources, or
they know the leadership this is just a

607
00:42:06.039 --> 00:42:09.559
check the box place. I'm out, see you later. Yeah. So,

608
00:42:09.559 --> 00:42:14.119
so I want to also presence this
for for you know, for the

609
00:42:14.119 --> 00:42:16.480
world of work. When you think
about all of the human capital issues that

610
00:42:16.519 --> 00:42:21.039
a company faces, employee engagement,
right, going the extra mile to get

611
00:42:21.039 --> 00:42:28.000
the job done, retention, innovation, performance right, all these different things

612
00:42:28.039 --> 00:42:30.639
that this this can this can start
to impact. Then let's also add in

613
00:42:31.079 --> 00:42:35.880
what these people are saying about the
company in their off time or on social

614
00:42:35.920 --> 00:42:38.800
media. I mean, this is
really an important issue. And so so

615
00:42:38.880 --> 00:42:44.880
going back to what can companies do
in terms of like leadership or employee training.

616
00:42:44.880 --> 00:42:46.880
I taught at SMU. I mean
he went to SMU for a couple

617
00:42:46.880 --> 00:42:49.800
of years and of course they make
us go through a lot of training.

618
00:42:49.800 --> 00:42:53.400
One of course was harassment. But
in terms of how companies are preparing leaders

619
00:42:53.440 --> 00:42:58.280
to recognize it or to avoid it, what do you seeing them do there?

620
00:42:58.639 --> 00:43:00.440
Well, it's a little bit about
training and it's about understanding. You

621
00:43:00.440 --> 00:43:04.039
know, we all walked through the
airport. I mean, there's that phrase

622
00:43:04.039 --> 00:43:07.960
if you see something say something.
If you hear something say something, it's

623
00:43:07.000 --> 00:43:12.639
the same message. And instead of
being a bystander, they're actually teaching people

624
00:43:12.679 --> 00:43:16.960
to be upstanders. Nice. And
that's really a key element because I'll give

625
00:43:16.960 --> 00:43:21.800
you a prime example. We have
a client who is all on zoom and

626
00:43:22.280 --> 00:43:28.199
there was an issue and the moment
it happened, nine other people raise their

627
00:43:28.239 --> 00:43:32.159
voice. But guess what. One
of the nines was not the individual it

628
00:43:32.199 --> 00:43:38.519
was directed towards. So all nine
were upstanders and the individual still had fear.

629
00:43:39.920 --> 00:43:43.920
But that individual and the other employees, I said, no, not

630
00:43:44.039 --> 00:43:49.960
in our house. And so those
nine people reported the issue faster than that

631
00:43:50.039 --> 00:43:53.800
individual that it happened to Dick.
Why because they know being an upstander is

632
00:43:53.840 --> 00:43:58.519
more important than having a toxic environment. Oh that's so great, and this

633
00:43:58.559 --> 00:44:00.800
is where I want to work,
folks. Yeah, I'll do my part.

634
00:44:00.000 --> 00:44:02.559
And then what that It also occurs
to me that being an upstander in

635
00:44:02.599 --> 00:44:07.199
that situation they were, they already
had more power because they hadn't had it

636
00:44:07.280 --> 00:44:10.519
wasted upon. That's right, they
hadn't been on the offense. That's right,

637
00:44:10.760 --> 00:44:15.599
that's that's so so powerful. I
love hearing that. And again so

638
00:44:15.679 --> 00:44:17.280
much of what I'm trying to do
in the world is to create companies where

639
00:44:17.320 --> 00:44:21.000
people do want to not only want
to come to work, but thrive.

640
00:44:22.000 --> 00:44:24.159
And so I love this idea of
being an upstander. I haven't heard that

641
00:44:24.199 --> 00:44:29.079
before. That's quite interesting. Anything
else that you're saying that companies are doing

642
00:44:29.119 --> 00:44:32.920
that are really making a difference to
really create this strong thread or fabric of

643
00:44:32.920 --> 00:44:37.400
culture that supports a better environment.
You know, it's really a lot of

644
00:44:37.400 --> 00:44:42.400
people are surface levels sometimes. And
what's interesting is a lot of the key

645
00:44:43.239 --> 00:44:46.280
executives in the world. And we're
talking not fortune one hundred, of fortune

646
00:44:46.320 --> 00:44:51.039
five hundred, fortune thousand, we're
talking mom and pop shops too. You

647
00:44:51.039 --> 00:44:54.440
know, they're key in people and
they drive change. And what's interesting is

648
00:44:54.519 --> 00:45:00.880
they're approaching this whole dynamic, this
human capital dynamic, interaction and communication of

649
00:45:01.239 --> 00:45:05.440
back to work, and they're saying, Okay, how do we make it

650
00:45:05.480 --> 00:45:12.719
better? Right? And the resounding
or common denominator comes down to, let's

651
00:45:12.719 --> 00:45:16.760
solve for the toxicity. Because if
you remove the toxicity, guess what,

652
00:45:17.360 --> 00:45:22.159
everything else is better. It's the
root of the problem. It's the root

653
00:45:22.400 --> 00:45:24.599
of d E and I it's the
root of a bad culture. It's the

654
00:45:24.719 --> 00:45:29.199
root. Toxicity is the root of
a bad culture. Is also the root

655
00:45:29.239 --> 00:45:34.639
of people being fearful because of toxic
If you were moving away, you address

656
00:45:34.679 --> 00:45:39.360
the underlying problem. Guess what,
everything else becomes rainbows and comecakes. Well,

657
00:45:39.400 --> 00:45:43.159
and that's the issue, right.
I've seen I've worked with so many

658
00:45:43.199 --> 00:45:46.840
companies where I was actually brought in
to address the toxic person or toxic leader

659
00:45:46.880 --> 00:45:50.760
in the room that nobody else wants
to confront. They want me to punch

660
00:45:50.800 --> 00:45:52.880
him or her out right, And
I'm like, wait a minute, I

661
00:45:52.880 --> 00:45:55.719
didn't train this week. I can't
do this. But you know, and

662
00:45:57.800 --> 00:46:00.599
instead of addressing it head on,
you know, you have a problem here,

663
00:46:00.639 --> 00:46:02.480
Why aren't you doing something about this? This is a known issue for

664
00:46:02.559 --> 00:46:07.679
you. Usually it's because a person
has great authority power, They have a

665
00:46:07.679 --> 00:46:09.960
lot of confidence that they rely on
or they come through in the past or

666
00:46:09.960 --> 00:46:15.119
whatever, but they know it.
Yeah. Well, and I think people

667
00:46:15.159 --> 00:46:19.280
are scared to act, you know, because you touched on something called cancel

668
00:46:19.320 --> 00:46:22.119
culture. Yes, you know,
so how are we going to solve for

669
00:46:22.239 --> 00:46:25.960
cancel culture? Yes? And people
are afraid to make one bad move.

670
00:46:27.159 --> 00:46:30.199
And you know, here in Dallas
there is the Richards group, right,

671
00:46:30.360 --> 00:46:35.639
cancel culture like that, Yes,
because he made a comment and then all

672
00:46:35.639 --> 00:46:38.159
of a sudden he lost all of
his big accounts. Well, that being

673
00:46:38.239 --> 00:46:40.639
said, that doesn't mean it was
the wrong thing to do or the right

674
00:46:40.679 --> 00:46:46.199
thing. It's just you can't make
a mistake without cancel culture happening. But

675
00:46:46.280 --> 00:46:49.679
at the same time, you also
have to be set up to when the

676
00:46:49.719 --> 00:46:53.239
mistakes happen. It's not an impact
in cancel culture. It's not getting to

677
00:46:53.280 --> 00:46:58.719
that. Why people only canceled because
they're frustrated you're not hearing their voice.

678
00:46:59.239 --> 00:47:01.840
Yes, yes, you know,
but I appreciate what you're saying too,

679
00:47:01.920 --> 00:47:06.559
right, because you're right. That's
if if you find step efforts to second

680
00:47:06.559 --> 00:47:08.000
you're right. Why was I brought
in because the person that brought me in

681
00:47:08.519 --> 00:47:15.039
didn't have the confidence, the competency, maybe even the support to do something

682
00:47:15.079 --> 00:47:19.760
about that issue. So they wanted
me to do it as a consultant or

683
00:47:19.800 --> 00:47:22.280
as a coach or a trader.
Well, they didn't feel empowered, right

684
00:47:22.320 --> 00:47:25.039
exactly, and so they're looking for
someone to come in and say, Hey,

685
00:47:25.320 --> 00:47:30.480
help us solve this problem. Come
in and help us, you know,

686
00:47:30.800 --> 00:47:34.239
address the toxicity, address the bully
in the room or the elephant in

687
00:47:34.239 --> 00:47:37.360
the room. And so that's where
it really you know, you got to

688
00:47:37.400 --> 00:47:40.920
find that that right platform to do
that. And so when people don't report

689
00:47:42.559 --> 00:47:46.920
their fear right and that executives are
fearful too, absolutely are. I know

690
00:47:46.960 --> 00:47:51.400
that everybody's a human being with a
heart and you know, emotions, the

691
00:47:51.440 --> 00:47:54.559
whole bit. So I'm so glad
to share with our listeners stared because what

692
00:47:54.559 --> 00:47:58.519
you're doing in the world is really
important. Thank you, You're welcome.

693
00:47:58.559 --> 00:48:00.280
And so here we are at the
close of the show. Already you know,

694
00:48:00.400 --> 00:48:04.199
the show is listened to across the
globe by people that really do care

695
00:48:04.239 --> 00:48:06.880
about trying to create a culture where
people want to come to work, they

696
00:48:06.880 --> 00:48:08.639
want to become inspirational leaders, and
they want to do business at the highest

697
00:48:08.679 --> 00:48:13.000
couse. What do you want to
leave them with, Well, it's simple.

698
00:48:13.079 --> 00:48:16.079
It comes out to three things.
Make employees voice heard, that's number

699
00:48:16.119 --> 00:48:20.159
one. And when you do hear
them, you got to intently listen and

700
00:48:20.199 --> 00:48:23.639
then ensure a clear path to resolution. And when that happens, the world

701
00:48:23.679 --> 00:48:29.719
becomes a better place. The toxicity
gets removed, and employees feel safe going

702
00:48:29.760 --> 00:48:32.960
to work, they're happy, employers
are happy. Productivity is up and look,

703
00:48:34.079 --> 00:48:37.400
this doesn't mean things won't happen again, but you have this, You

704
00:48:37.480 --> 00:48:43.239
have the platform in place because you're
given the empowerment to the employees while at

705
00:48:43.239 --> 00:48:46.920
the same time saying we're protecting our
culture. And that's really what it comes

706
00:48:46.960 --> 00:48:52.000
down to, make every voice heard, intently listen and ensure a clear path

707
00:48:52.039 --> 00:48:55.199
to resolution. Beautiful, Jared,
thank you so much for being my guests.

708
00:48:55.239 --> 00:48:58.559
I'm so glad I found you.
Oh this has been awesome. Thank

709
00:48:58.559 --> 00:49:01.280
you and viewers. You want to
learn more about Jared Pope and a Burkin's

710
00:49:01.280 --> 00:49:06.239
team do at Workshield, just go
to workshield dot com. And thanks again

711
00:49:06.239 --> 00:49:08.480
to our partnering sponsor work Proud,
which helps companies build a platform where your

712
00:49:08.480 --> 00:49:13.480
workforce receives mediqual feedback and thanks for
their work from people across your company.

713
00:49:14.000 --> 00:49:15.239
Last week, if you missed the
live show, you always sketch it via

714
00:49:15.280 --> 00:49:20.480
recorded podcast. We're there with Gabriel
Kazan, a purpose coach who helps men

715
00:49:20.559 --> 00:49:23.599
discover their purpose and to transform their
lives into something of their best version.

716
00:49:24.159 --> 00:49:27.840
Next week, we'll be on here
with Joyce Tom talking about the work she

717
00:49:27.920 --> 00:49:30.400
does and resilience well being, conscious
leadership, and growth. So you there,

718
00:49:30.400 --> 00:49:32.559
Remember that work is at least or
third of our life. So let's

719
00:49:32.639 --> 00:49:42.400
work on purpose. We hope you've
enjoyed this week's program. Be sure to

720
00:49:42.440 --> 00:49:45.639
tune in too, Working on Purpose
featuring your host, doctor Elise Cortes,

721
00:49:45.920 --> 00:49:52.039
each week on the Voice America Empowerment
Channel. Together, we'll create a world

722
00:49:52.079 --> 00:49:59.599
where business operates conscientiously. Leadership inspires
impassioned performance, and employees are fulfilled in

723
00:49:59.639 --> 00:50:04.960
work provides the meaning and purpose they
crave. See you there, Let's work

724
00:50:05.000 --> 00:50:05.599
on Purpose.